Knowledge transfer in virtual settings: the role of individual virtual competency

Abstract

Economic forces, competitive pressures and technological advances have created an environment within which firms have developed new ways of organizing (e.g. virtual work settings) and managing their resources (e.g. knowledge management) in order to maintain and improve firm performance. Extant research has highlighted the challenges associated with managing knowledge in virtual settings. However, researchers are still struggling to provide effective guidance to practitioners in this field. We believe that a better understanding of individual virtual competency is a potential avenue for managing the complexity of knowledge transfer in virtual settings. In particular, we suggest that optimal knowledge transfers can be achieved by individuals armed with the right personal capabilities and skills for virtual work, particularly when those knowledge transfers are emergent, bottom-up and cannot be specified a priori. The virtual competency exhibited by individuals can be the key to overcoming the constraints of knowledge transfers with such characteristics because underlying competency can facilitate effective action in unfamiliar and novel situations. In this conceptual research, we develop a theoretical model of individual virtual competence and describe its role in the communication process, which underpins effective knowledge transfer in virtual settings. Additionally, we consider the antecedent role that prior experience in virtual activity plays in aiding workers to develop virtual competence, which in turn engenders effective knowledge transfer. We conclude with implications for future research and for practicing managers.i sj_318 571..594

Examining the Influence of the Social Cognitive Factors and Relative Autonomous Motivations on Employees’ Knowledge Sharing Behaviors

“…Gefen () also argues that trust can reduce the complexity associated with the interactions among individuals, and thus influences their behavioral intentions toward others. Furthermore, an environment with a high level of trust may promote KSBs, as it encourages individuals to freely interact with one another without hesitation for the purposes of sharing ideas (Chiu et al., ; Wang & Haggerty, ; Chang & Chuang, ). Finally, from the perspective of knowledge contributors, trust reduces their concerns regarding knowledge appropriateness and misuse, and thus enables them to be more willing to share sensitive and proprietary knowledge (Argote, McEvily, & Reagans, ).…”

“…This, in turn, enables the members to have more confidence in their own abilities to share knowledge with each other. Wang and Haggerty () also indicate that the development of mutual trust can improve the efficiency of interpersonal communications, and thus lead to an increase in the individuals’ confidence in knowledge sharing (i.e., knowledge sharing self‐efficacy). Finally, Tseng and Kuo () argue that trust among individuals in a group, as an environmental factor, has a positive influence on individuals’ self‐efficacy, because it enables them to believe in others’ ability and goodwill and therefore have more confidence in their own capabilities to share knowledge with the others without being concerned about possible vulnerability.…”

Virtual worlds as knowledge management platform - a practice-perspective

“…Additionally, activities can easily be monitored leading to capturing decision rationales from which individuals can learn for future activities (Zammuto et al ., 2007). Furthermore, groupware and intranets facilitate knowledge sharing in virtual settings (Chudoba et al ., 2005; Bélanger & Allport, 2008; Wang & Haggerty, forthcoming). The emergence of new virtual worlds, such as SL, which are described in the next section, provides new features for online activities.…”

Managing Knowledge and Managing Knowledge Work: What we know and what the Future holds

“…IS research has focused on how to maximize contributions in these collaborative online forums, especially in contexts where there may be no immediate gain to those involved and despite potential free-riding of some (e.g., Whelan, 2007;Wang and Haggerty, 2009;Davison and Ou, 2013). Research has also focused on collaborations that are inter-organizational and intra-organizational (e.g., Kotlarsky et al, 2007).…”